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Course Outline: Student

Innovation Management C19IN Author: Cathie Wright

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INNOVATION MANAGEMENT Introduction Innovation is the term given to the process of doing something new in organisations. Clearly this can be approached from different angles, and the course is designed to do this in a comprehensive and practical way. The types and contexts of innovations are considered with theory being illustrated using many examples from both service and manufacturing organisations. The course is designed to help students explore and understand core ideas in the theory of innovation and gain practical skills to help you problem solve in organisations you will work in. Aims     

To present a contemporary view of innovation management and new product development To encourage critical understanding of current thinking and approaches in the field To enable students to understand and critically evaluate the complex nature of the management of innovation within organisations To make students aware of the need to view innovation as a management process To create an understanding of the context of innovation and the key influences such as finance

Subject Mastery On completion of this course students will be able to:  Develop the ability to research a particular dimension of innovation management  Develop analytical and evaluation skills  Understand the complexities of the innovation process  Describe and explain how innovation management concepts can be used to support management decision making  Provide critical commentaries on new developments in innovation management thinking  Understand and explain the financial implications of innovation Personal Abilities On completion of this course students will be able to:  Demonstrate an interest and awareness of current developments in Innovation Management  Critically evaluate an organisations innovation attempts  Work independently and as part of a group  Develop time and project management skills  Communicate and present ideas effectively by written and verbal means

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Course Structure The course is divided into several topics. Within these topics there are several lectures and tutorials, although some topics are covered by one lecture/tutorial only. Lectures vary in length, with some that might be delivered in two sessions. Each topic is covered in the textbooks provided. Prior to lectures and tutorials, students should read the relevant chapter of the course textbook. The supplementary reading includes some material referred to in lectures, it is there to allow students to explore some subject areas in more depth if they wish. Revision materials, including a lecture, and two past papers are given also (Topic 7). The structure of the course is at the discretion of your tutor, who will be able to advise you of additional local activities and lectures within the course. A broad outline is given below. Assessment Assessment is made up of the following elements: a) Coursework 50 %; a group written assignment b) End of course examination 50%. Lectures

Topic Number & Title

Lecture Number and Title

0 Course Introduction 1 Introduction

0 1.1

Introduction What is Innovation?

2 A Core Business Process

1.2 1.3

Different Aspects of innovation Models of Innovation

1.4

A Core Business Process

2.1

Creativity in Organisations

2.2

Components of The Innovative Organisation Innovation Strategies Sources of Innovation

3 Key Contextual Issues

3 Opportunities for innovation

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2.3 3.1

Textbook Chapter Chapter 1 p1-21 Chapter 1 p 21-51 Chapter 2 P 60 - 78

Chapter 2 p 79 - 96 Chapter 1 Von Stamm

Supplementary Materials

Rothwell, R,(1994) Towards the Fifth Generation Innovation Process, International Marketing Review, Vol. 11, No 1, pp 7-31

Amabile, T.M. "How to Kill Creativity" Harvard Business Review, Sept-Oct 1998, 77-87

Chapter 3 Chapter 4 Chapter 5

The new masters of Management, Economist; 4/17/2010,

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Vol. 395 Issue 8678, p11-11, First Break all the Rules, Economist; 4/17/2010, Vol. 395 Issue 8678, special section p6-8. 4 Innovation Decision Making

3.2 4.1

Innovation Networks New Product Development models

4.2

Forecasting & Diffusion

4.3

Risk and Resources

Chapter 6 Chapter 7

Chapter 8 p359 - 277 Chapter 8 p

378 – 400

5 Implementation

6 Capturing the Benefits

7 Revision - Guest speakers

Cooper, Robert G., Edgett, Scott J., and Kleinschmidt Elko J., (2002), Optimizing the Stage Gate Process: What Best – Practice Companies Do II, Research Technology Management, Nov-Dec, pp 43-49

Tidd J. and Bodley K (2002) Effect of novelty on new product development processes and tools, R&D Management, 32 (2) 127-38

5.1 5.2

Product Innovation Service Innovation

Chapter 9 Chapter 12 Trott

5.3 6.1 6.2

Alliances Collaboration Intellectual Property Principles Knowledge Management

6.3

Capturing the Learning

Chapter 10 Chapter 12, p 586-594 Chapter 12, p 573 -586 Chapter 13

7.0

Revision Lecture The plan is for Alistair Atkinson of Dysis Ltd, honorary lecturer to give a presentation on the reality of bringing an innovative product to market. This is subject to confirmation.

Nambisan, S., (2002), "Designing Virtual Customer Environments for New Product Development: Toward a Theory", Academy of Management Review, Vol. 27, No 3, 392-419.

Please note the lecture numbers, which mirror the relevant sections of the text book, and refer to the schedule for the specific reading required to support the lecture.

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Teaching Methods Classes will consist of 1 formal two-hour lectures for twelve weeks. You will also attend eight tutorials during the semester. List of Tutorials Tutorial No 1

Tutorial Title

Materials/Reading

Brainstorming Exercise

Chapter 6 from Andriopoulos C, & Dawson, P, 2009, "Managing Change, Creativity & Innovation" Sage

2 3 4

Brainstorming Review Review of Open Innovation Paper “Genius of Design”

5 6

Press Cuttings Case Study e-bay

7

Case Study Dyson

8

Tutorial revision

Chesbrough, Henry “The Era of Open Innovation” MIT Sloan Management Review, Spring 2003, pp35-41. Tidd, J. and Bessant J. (2013) Managing Innovation, (5th Edition) Chichester, Wiley, section 5.10 "Design-led Innovation" p 260261 AND Verganti, R (2011) "Designing Breakthrough Products" Harvard Business Review October 2011, 114 - 120 Case study “Developing new services at the world’s most successful internet-based company, eBay” which can be found on pages 508 – 516 of the text book “Innovation Management and New Product Development” 5th Ed., Trott, P (2012). Case study “Dyson, Hoover and the bagless vacuum cleaner” which can be found on pages 543-550 of the text book “Innovation Management and New Product Development” 5 th Ed., Trott, P (2012).

Tutorial Arrangements The purpose of the tutorial is to allow students to improve their understanding of a relevant course topic, and to undertake some reading around the topic. There is also the opportunity to develop student’s analytical and critical evaluation skills; develop presentation and communication skills and work both independently and as part of a group. There is a course book on VISION that provides the details for each tutorial including the preparation required for each tutorial. Tutorials are designed to be interactive and should involve students exchanging ideas and discussing questions. Students should arrive having prepared their answers for discussion and add to their notes throughout the tutorial, effectively using feedback from the class to supplement their notes. Group Assignment Details of the assignment will be posted on VISION and made available to the class at the beginning of Week 3 of the course. Students will need to form small groups of three or four people by Monday 6th October 2014 at the latest. The assignment has to be handed in to the School Office, Room MB1.23 (first floor, Mary Burton building School of Management & Languages). The deadline for submission is by 12 noon on Monday 10th November 2014

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Class Schedule for Innovation Management, showing lecture and tutorial topics. Please refer to VISION for the Tutorial Handbook and for lecture material.

ANY AMMENDMENTS TO THIS SCHEDULE WILL BE COMMUNICATED IN CLASS AND VIA VISION Week

1

w/c 15 Sept

2

22 Sept

3

29 September

4

6 October

5

13 October

6

20 October

7

8

27 October

3 November

9

10 November

10

17 November

11

2 December

12

9 December

Topics Course Introduction. What is Innovation? No tutorial Different Aspects of Innovation Models of Innovation Read & Prepare for Tutorial 1 A Core Business Process Creativity in Organisations Tutorial 1: Brainstorming Components of the Innovative Organisation Innovation Strategies Tutorial 2: Brainstorming 2 Decision making under uncertainty – New Product Development models. Forecasting & Diffusion

CJQ & CW

CW

1.2 1.3

CW

1.4 2.1

CW CW CW CW

Tutorial 3: Open Innovation (article) Sources of Innovation Innovation Networks

CW CK

Tutorial 4: Better by Design Product Innovation Service Innovation Tutorial 5: Press Cuttings Alliances and Collaboration Intellectual Property Principles Tutorial 6: Case Study E-bay Risk & Resources Guest Speaker Tutorial 7: Case study Dyson Knowledge Management Capturing the Learning Tutorial 8: (Last tutorial) Revision

IK CK

Revision Lecture Assignment Feedback Revision Drop In Session in Lecture Hall

Lecture No* 0 1.1

IK CJQ IK CW CW CW

2.2 2.3 4.1 4.2

3.1 3.2 5.1 5.2 5.3 6.1 4.3

6.2 6.3

CW CW CW

Location of classes

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The class meets at the following times and venues: Monday 12.15 PG G01 Tutorials are held various times and venues. You should sign up for one tutorial time and attend this each week. In exceptional circumstances students may attend a different tutorial to the one that they register for, prior agreement for this should be obtained from the course leader. The tutorial times are subject to change, dependent on student numbers. The actual times available and sign up lists will be posted on VISION, these are the provisional times and venues: Tuesday Tuesday Tuesday Tuesday

11.15 MB125a 12.15 MBG 13 14.15 MBG14 15.15 MBG 14

Course Requirements The average student is expected to put in a total effort of 150 hours for a course. These 150 hours include all lectures, tutorials, essential and background reading, writing up notes, coursework, revision and examination for the course. Communication General announcements will be made in class during lectures. However, from time to time class emails may be sent out using your Heriot Watt e-mail address. It is your responsibility to check your e-mails regularly and to ensure that your disc space quota has not reached its limit. VISION will be used to support this course and it is your responsibility to ensure access to VISION. Contacting lecturers If you have any questions regarding any of the above, please ask the lecturer, at the end of the lecture. Should you wish to contact any of the teaching team outside of class hours, please email them to arrange a suitable time to meet. CW: Cathie Wright, room 1.43, School of Management & Languages ext 3853 e-mail [email protected] CJQ: Jane Queenan, room 1.40, School of Management & Languages, ex 4388 e-mail [email protected]. CK: Chris Kerry, room MBG32, Graduate Teaching Assistant, email [email protected] IK: Isla Kapasi, room MBG30, Graduate Teaching Assistant, email [email protected]. Please remember, if e-mailing, to include the course title and course code (many staff teach on courses with very similar titles!)

Reading

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Essential Reading: Core Text Tidd, J. and Bessant J. (2013) Managing Innovation, (5th Edition) Chichester, Wiley. This will be on 3 hour loan at the library. Other specified reading Chapter 6 from Andriopoulos C, & Dawson, P, 2009, "Managing Change, Creativity & Innovation" Sage, Week 1 tutorial. Von Stamm, B, (2008) Managing Innovation, Design and Creativity (2nd edition), Chichester, Wiley. For week 3 Trott, P (2012). “Innovation Management and New Product Development”( 5th edition) , Prentice Hall, Harlow, For week 7 and tutorials 8 &

Supplementary texts Ahmed P.K. & Shepherd C.D. (2010) Innovation Management. Context, strategies, systems & processes., Harlow, Pearson, Bessant, J and Tidd, J (2007) Innovation and Entrepreneurship, Chichester, Wiley. Conway, S and Steward, F (2009) Managing and Shaping Innovation, Oxford, Oxford University Press Dodgson, H., Gann, D. And Salter, A. (2008) Management of Technological Innovation, revised edition, Oxford University Press. Freeman, C and Soete, L (1997) The economics of industrial innovation, (3rd edition), London, Pinter. Goffin, K. and Mitchell, R. (2010) Innovation Management: Strategy and Implementation Using the Pentathlon Framework, (2nd edn) Basingstoke, Palgrave Macmillan Henry, J and Mayle, D (2002) Managing Innovation and Change, London, Sage. Jones, T (2002) Innovating at the Edge, Oxford, Butterworth Heinemann. Katz, R (2004) The Human Side of Managing Technological Innovation. A Collection of Readings, New York, Oxford University Press Mayle, D (2006) Managing Innovation and Change, London, Sage. McLoughlin, I and Harris, M. (eds) (1997) Innovation, Organizational Change and Technology, London, Thomson International Business Press. O’Sullivan, D. and Dooley, L.,(2009) Applying Innovation, California, Sage Smith, D. (2010) Exploring Innovation (2nd Edition) Maidenhead, McGraw Hill, Tushman, M & Anderson, P (2004) Managing Strategic Innovation and Change. A Collection of Readings, (2nd edition), New York, Oxford University Press

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Referencing and Scholarship Scholarship It is important as a student at university to read as widely as possible around your subject. Your reading might include media and news but should, in particular, be informed by robust academic work. There are a number of primary objectives for academic reading:  To understand a theoretical concept  To develop broader understanding of a subject  To expand applied or practical knowledge of a subject  To understand alternative viewpoints so it is possible to compare and contrast ideas. Textbooks are acceptable reading for introductory courses and early years of study. In later years you will find that textbooks can provide the basis for understanding of an area of study. However, you are also expected to refer to current research published in academic journals. Do not confuse scholarly electronic sources with other kinds of information available on the web. Many web-based sources are useful, for example, the internet has excellent data about organisations (often written by the firms themselves). There is lots of valuable secondary data, such as economic/market/ population/etc. statistics from official and policy bodies. However, there are many dangers with relying on the internet for data. You must therefore use with caution. Examples of poor information on the web are:  open-source information, such as Wikipedia – these have no quality control measures, so you cannot know if the source is accurate or robust. You should therefore avoid opensource sites in assessed work.  newspaper and other media articles can be very informative but they usually comprise opinion or a political or social slant so be aware of this when you use them

Referencing In all academic writing Referencing is essential. Citing sources is the key mechanism used to demonstrate the quality of arguments and evidence. It also allows you to demonstrate that you are not stealing other people's work. Taking other peoples’ work and implying it is yours by not citing it correctly is plagiarism. Plagiarism is a serious academic offence. See http://www.hw.ac.uk/registry/resources/PlagiarismGuide.pdf. The School of Management & Languages uses the Harvard Referencing system. In your assessed work you are expected to use Harvard Referencing whenever you cite a course of information: when you state facts, cite data, or present an argument informed by your reading  state which sources support your work  if you are presenting a critical analysis also cite the sources that you are refuting The library has some excellent information on how and where to cite using the Harvard Referencing system. See in particular http://www.hw.ac.uk/library/Harvard%20citing%20and%20referencing%20handout.pdf

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References should be cited in text and in a separate References Section at the end of your work. 

In text referencing should follow the general rule: Author name (date, page no’s where appropriate) e.g., It has been suggested by Reed (2008, pp.30-31).... or This has been found several times (Allan, 2001) or People should “make sure to reference their work” (McKee, 2007, p.9).



In References Section all sources should be listed in alphabetical order by author name: e.g., Hall, J. (2006) ‘Face facts: a blow for Mars conspiracy theorists’, Nature, vol.3, p.4-30.

The link provided above and the presentation available at Cite-Ref-Harvard-Style.ppt provide many more examples of referencing different types of material. The library also runs several useful sessions on academic practice and plagiarism.

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